public sector show 2017: samantha butler and benjamin taylor: how the commissioning academy is...

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HOW SMART COMMISSIONING DELIVERS EFFICIENCIES AND BETTER OUTCOMES Exploring the latest thinking on best prac4ce commissioning (including assets based commissioning, commissioning for value) How the Commissioning Academy supports commissioners to transform services A look at case studies demonstra4ng the financial impact of smart commissioning


Smart commissioning

•  The power of effec4ve commissioning and a focus on outcomes •  Systems leadership, market stewardship and collabora4ve working, including co-‐produc4on with

communi4es •  How a Commissioning Academy can help you to deliver system-‐level change with your partners But first… what is commissioning?


Not new Not a method Not an answer

Commissioning is...


BeYer explora4on, thinking, and op4ons = beYer answers

Commissioning is...


Frameworks Kit of tools Prac4ce A la^ce-‐work of ideas

Commissioning is...


Ci4zen-‐centric design of solu4ons A whole commissioning process cycle, not just procurement Collabora4ve and mul4-‐disciplinary Outcomes and systems thinking


Whole system – partners and suppliers

'Commissioning is deciding how to use the total resource available in order to improve ci4zens’ outcomes in the most efficient, effec4ve and sustainable way'

Inputs ·  Finance ·  Capital ·  Workforce ·  Markets ·  Ci4zens ·  Communi4es

Outcomes ·  Community and place outcomes ·  Ci4zen outcomes and experience

Commissioning is the most efficient,

effecBve and sustainable route

Model from Richard Selwyn – download ‘Outcomes and Efficiency’ free at hYp://goo.gl/r12UeL


WHAT ARE THE CHALLENGES?


Senior commissioners: challenges to implemen4ng cross-‐system ideas

Commissioners tell us that there are barriers to joined-‐up partnership working including: •  Unbalanced budget impacts •  Different language, structure and processes •  Poli4cal context and cycles •  A^tudes and rela4onships •  Different measures, targets, funding Some approaches address the approach used, structures, measures, targets and funds. The Commissioning Academy brings stakeholders together to form the rela4onships and common understanding needed to deliver.

Prac4cal ac4on to address the challenges


Origins of the Commissioning Academy

•  Originally part of the Civil Service Reform & Capabili4es Plan ▪  All parts of public sector, diverse market and communi4es ▪  Co-‐designed with input from 60+ commissioners ▪  About improving outcomes

•  Set up by the Cabinet Office; delivered by a Concessionaire; steered by Office of Civil Society ▪  Public Service Transforma4on Academy

‘..give par4cipants a real boost of inspira4on, contacts and knowledge, which will help them to go back and transform their organisa4on’s commissioning prac4ce and ul4mately re-‐design how local services are delivered.’ Francis Maude, former Minister for the Cabinet Office and founder of the program


Academy format – not a trdi4onal training programme

•  Five ‘academy days’ over five months, covering: ▪  Master classes, workshops, site visits, supplier engagement, market and behaviour shaping ▪  We share and debate latest ideas, policy and prac4cal experience ▪  ‘Steal with pride’ from people who’ve been there, done that ▪  Peer learning, peer coaching, tailored content every 4me ▪  Focus on prac4cal implementa4on via the hundred day plan

•  Cohorts comprise: ▪  16-‐40 senior commissioners and relevant stakeholders ▪  Sponsored by senior execu4ves ▪  All areas of public services, some4mes partners and providers ▪  Par4cipants apply for the programme ▪  We look for clear objec4ves, the ability to influence and implement change, and senior

sponsorship of their applica4on Customised and targeted for organisa4onal, area, and sector development


A porsolio of offers

Academies: •  NaBonal academy – open to groups from relevant organisa4ons •  Local academies focused in a par4cular geographic area in seventeen areas to date •  Themed /tailored academies have been run for Elected Members (with Local Government

Authority), Children’s Care Commissioners (with Department for Educa4on) and with a par4cular focus on Civil Society issues (with the Office for Civil Society), amongst others

•  Specialist academies e.g. for Providers, Arms Length Bodies, small chari4es AcBve alumni network •  Online learning opportuni4es •  Regular events and networking forums To run this, CCS let a concession contract – OCS stay involved in the design and performance management; PSTA deliver programmes at their own cost.


A powerful alumni network

Over 1400 par4cipants from across the public

sector so far


LATEST THINKING


Commissioning – many models available

NHS Commissioning Cycle

Effec4ve Commissioning in Health and Social Care – Richard Field and Judy Oliver

HM Government, 2006

Norwich City Council

Lancashire County Council DCSF – commissioning model


Field/Oliver model

•  Need to maintain awareness and ac4ve monitoring of all elements

•  Not a cycle – an interplay

•  Time box analysis •  Timeliness cri4cal •  Iden4fy key areas

of focus for progress

•  Not ‘neat and complete’

All at once...


Logic model

Adapted from ‘How to... understand and measure impact’ BeYer Care Fund Guidance -‐ SCIE

Inputs What resources are required for the interven4ons

IntervenBons What ac4vi4es are required to

use the inputs and achieve outputs

Outputs What are the expected

products of the process

Impact What is expected to happen long

axer the interven4on has

finished

Whole system outcomes Outcomes are benefits that are delivered as a result of a

service

Short Medium Long Term Term Term

e.g. .... ✓  S4mula4ng behaviour change ✓  Demand management ✓  Influencing others ✓  Collabora4ng ✓  Internal provision ✓  External provision ✓  De-‐commissioning


Fundamental ques4ons

1.  What is the system (part of the system) we are inves4ga4ng? ▪  Understand key issues in delivery today

(what’s wrong – what might be causing that) 2.  What’s the underlying purpose of the system? 3.  What is the actual ac4vity to be delivered to achieve the underlying purpose?

▪  What are the op4ons for delivery of that ac4vity? ▪  What organisa4on and support services would enable delivery of that ac4vity? ▪  How could that ac4vity best be governed and managed?

4.  How do we get there? 5.  What have we learned?


Developments in commissioning

Beyond Big Contracts – Ins4tute For Government


Commissioning and culture

Stories and myths Symbols

Power

Structure Control systems

Rituals and rou4nes Commissioning ‘recipe’

Adapted from Exploring Corporate Strategy: Johnson and Scoles


Commissioning case studies and experience


BeYer Stock, BeYer Libraries Kent County Council – bus service provision Defence Support Group Troubled Families Money Advice Service The Wirral

Somerset

Westminster: ‘the commissioning council’ Northamptonshire ‘Next Genera4on’ council Bristol Green Energy

Violence Against Women and Girls


hYp://publicservicetransforma4on.org/resources/commissioning/beYer-‐commissioning-‐public-‐services


Cheshire West & Chester – ‘floa4ng support’ housing

•  Local authority with health services – payment by outcomes contract •  A flexible service providing housing related support services (not care) to enable people to live

independently in the community. Support can be provided for a few weeks or months depending on the person’s needs.

•  Experience and learning on Commissioning Academy led Jamaila Tausif to place engagement front and centre in process, from design to contract management.

•  A man had lost his job, was the main carer for his au4s4c daughter, started drinking, and became depressed. The GP referred him to a number of services, and the child was referred to children’s services. This new service worked with him, six month later his daughter was no longer a child in need, he had new employment, and started working as a volunteer for the service – and is maintaining his mortgage in his home.

Person centred service generates beYer outcomes and public service savings


Surrey – reducing numbers of ‘NEET’ young people

•  Commissioning approach to create an outcomes-‐based contract, using predic4ve modelling to target young people at risk of becoming NEET.

•  10 percent of Surrey popula4on is teenaged – 100,000. Rela4vely high rates of NEETS – ‘not in employment, educa4on, or training’.

•  In one year more young people were supported into 16+ posi4ve des4na4on (college or work) than previous contract did in ten years.

•  By end of three year commissioning cycle: ▪  Reduced NEETS by 60%, under 500 ▪  Reduced number of young people entering the criminal jus4ce system by 30% ▪  Increased rate of appren4ceships by 30 ▪  Reduc4on cost of services by 25%, without cu^ng frontline services. Reduced the number of

managers by 30%, and administrators by 50%.


Gloucestershire – learning disabili4es employment

•  Employment strategy aimed at increasing the number of adults with learning disabili4es moving into employment.

•  Two pilot-‐supported employment services, one externally commissioned and one in-‐house, which have informed its ‘make or buy’ decision.

•  Since April 2013 more than 100 people with learning disabili4es have started work and the employment rate of adults with learning disabili4es is now 19 per cent compared to the na4onal average of 7 per cent and a star4ng posi4on in Gloucestershire of 5.9 per cent

•  Employment is cri4cal to enabling people with learning disabili4es to live independent and valued lives. Engaging with employers is a tough nut to crack and it is important to gain their confidence.

•  Gloucestershire uses employers to talk to other employers and to promote their good experience.

Massively difficult area; driving big personal and system-‐wide results


Digital marketplace from Government Digital Services

•  User-‐focused commissioning digital services through Digital Marketplace •  Defining suppliers of digital services – as well as public sector buyers – as users, designed simpler,

clearer, faster procurement and contracts •  Reduced the 4me and effort required to procure digital services •  77 per cent more SMEs successful in winning contracts through the G-‐Cloud framework, 1,852

suppliers on framework, 87 per cent SMEs •  Average savings of 20 per cent on previous contract arrangements •  GDS par4cipated in wave four of the Commissioning Academy •  Large-‐scale, central IT procurement had consistently failed to meet needs •  Digital Marketplace is an online plasorm for:

▪  cloud technology and support e.g. web hos4ng and IT health checks ▪  people to work on projects e.g. technical architects, web designers ▪  physical data centre space for legacy systems

•  Significantly faster and more flexible procurement process, fully OJEU compliant, broke dominance of few large suppliers


Benjamin P. Taylor Chief Execu4ve, Public Service Transforma4on Academy & Managing Partner, RedQuadrant +44 (0)7931317230 [email protected] [email protected] @antlerboy www.linkedin.com/in/antlerboy www.redquadrant.com

We welcome follow-‐up and conversa4on!

www.publicservicetransforma4on.org @servicereform

Samantha Butler Senior Policy Advisor & Head of Commissioning Academies Office of Civil Society [email protected] @commissioningac

public sector show 2017: samantha butler and benjamin taylor: how the commissioning academy is...

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